Latest newsStrategy across all industries
Six Lessons for Knowledge Based Marketers
Submitted by pragmedicljb on Tue, 08/11/2011 - 20:39
Professor Brian D Smith describes how marketing in knowledge-based industries is different from other businesses.
Turf Wars: what the intraorganisational conflict literature may contribute to our understanding of marketing strategy implementation
Submitted by pragmedicljb on Sun, 31/07/2011 - 21:34
The problem of strategy non-implementation is important and complex but poorly understood. This paper published in the Journal of Strategic Marketing explores the explanatory value of theories regarding intraorganisational conflict. It concludes that certain concepts from this area, when augmented with ideas from the social psychology literature and empirical observations of marketing’s interface with other functions, help our understanding of marketing strategy implementation. This may form the basis of future work towards improving the understanding and management of strategy implementation.
Turning the Key
Submitted by pragmedicljb on Mon, 11/01/2010 - 14:00
Dr Brian D. Smith and Lindsay Bruce look at how sales teams can make key account and key opinion leader strategies work.
Maybe I Will, Maybe I Won't
Submitted by pragmedicljb on Thu, 07/01/2010 - 11:30
The full title of this article, published in the Journal of Strategic Marketing, is Maybe I Will, Maybe I Won't: what the connected perspectives of motivation theory and organisational commitment may contribute to our understanding of strategy implementation. This paper reviews the management problem of marketing strategy implementation and proposes some new perspectives on the subject. It finds that the well-developed research into motivation theory and organisational commitment theory offer useful perspectives on strategy implementation. As an academic paper, it also suggests five postulates and accompanying hypotheses for future empirical work.
Remote control: understanding what drives your market
Submitted by Visitor on Thu, 12/03/2009 - 18:50
Writing a strategic marketing plan often begins with situation analysis - the examination of what is going on in the market. Typically, marketers spend more time looking at the task environment (customers, channels, competitors etc.) than the remote environment of social, legal, economic, political, and technological factors. This often leads to plans being written to suit yesterday’s market rather than today’s. Dr Brian Smith and Baba Awopetu discuss how to avoid this mistake by using SLEPT analysis in a structured and effective way.
Justifying CRM projects in a business-to-business context: The potential of the Benefits Dependency Network
Submitted by Visitor on Thu, 12/03/2009 - 18:49
Customer Relationship Management (CRM) projects often fail. Dr Brian Smith, Professor Moira Clark and Professor Hugh Wilson focus on the project justification process as one way of improving project success rates. They review how the typical combination of an Return On Investment (ROI) calculation and a project plan can have flaws as a project justification approach, and propose the use of the Benefits Dependency Network (BDN) as an additional tool. The second part of the paper reports on an exploratory study of the BDN's use in five business-to-business CRM projects.
What is Marketing Excellence?
Submitted by Visitor on Thu, 12/03/2009 - 18:47
Dr Brian Smith looks at what marketing excellence is and how to get there.
Extraordinary performances from ordinary people
Submitted by Visitor on Thu, 12/03/2009 - 18:45
What constitutes a great leader? The Venturer speaks to two leading business researchers (Dr Brian Smith and Professor Keith Ward) and finds out.
Strategy Making: What works is what fits
Submitted by Visitor on Thu, 12/03/2009 - 18:44
There isn't an ideal way of making strategy. The best will fully rreflect a firm's culture and external relationships.
Strategy is simple, not easy
Submitted by Visitor on Thu, 12/03/2009 - 18:42
Dr Brian Smith unravels what strategy is and how to tell the good from the bad.